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Ken Ong
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Ken Ong

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As a leader, your default mode should be to share everything with as much of your organization as you can. And no, I don’t mean “everything that wouldn’t look bad if it leaked and doesn’t hurt anyone’s feelings,” I mean everything you possibly can.

Leaders always think they know what's critical to share. But if you arm smart creatives with as much information as you can, they’ll be able to solve problems and identify opportunities you might never come up with.

#HowGoogleWorks #google #leadership #open #communication

www.HowGoogleWorks.net
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Ken Ong

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Dont sweat the small stuff: Recent research suggests that we can train ourselves to shrug it off. Here's how.
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Ken Ong

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Every company wants to hire passionate people. They tend to be persistent in the face of hardship, serious about completing projects, and able to channel the kind of all-encompassing absorption necessary for tackling big goals.

But asking someone what they’re passionate about or trying to glean it from their resume will usually only tell you what they think you want to hear.

Passionate people don’t wear their passion on their sleeves, they have it in their hearts. So create opportunities for people to express the things they love. The truly passionate ones will gladly talk your ear off if given the chance. Don’t believe me? Just try to get +Andy Rubin  to stop talking about robots, or +Eric Schmidt  to stop rambling about aviation or +Wayne Rosing to stop wishing for 'clear skies' and talking about telescopes and you’ll know exactly what I mean.

#HowGoogleWorks #passion #hiring #culture #google

www.HowGoogleWorks.net
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Ken Ong

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Why do we have to rest? Meet your brain’s janitorial staff.
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Ken Ong

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...as their operations scale, the real barriers to growth aren't around the ingenuity of value-added implementations; they're in the lag-behind, necessary evil support systems and three-quarter baked infrastructures desperately attempting to support them...

It may sound paradoxical but if your very best people aren't directly involved in fixing your organization's most persistently boring processes, then you are failing as a leader and value-added manager. Get your best people excited about transforming the dull, boring and essential.
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